MENTORIX ASSIGNMENT

V. URGENT

20-06-03

Assignment Mentorix: Stray Thoughts

• It is a good idea to put Shrikant in charge of this project. He too must sit at Mentorix.

• In addition, we should hire 4 junior consultants.
  Salary Bill → Shrikant → Rs. 50K/month
  4 Juniors (@25,000/m) → Rs. 100K/month
  Total = Rs. 1.5 lakh/month = Rs. 18.0 lakh/year

• Since we are guaranteed Rs. 12.5L, we run a risk of Rs. 5.5L at worse (Rs. 18 – Rs. 12.5).
  But, at best, we get a gain of Rs. 37.5 – 12.5 = 25L.
  So, odds are 1:4 (which is very good).

• We should have an altogether separate “Incentive Scheme” for this team, where we measure/evaluate TEAM PERFORMANCE & reward all team members based on team performance.

• There will be no incentive for anyone if the team fails to perform!

• When you do this, the onus/responsibility of measuring the daily/weekly/monthly performance of each individual team member shifts from you to all the PEERS (i.e., team members).

• Because each team member knows that even if one member does not perform satisfactorily, then the team will miss its MONTHLY target and all the “good-performing” members also stand to suffer!

• This awareness will bring about tremendous:

  • Peer pressure to perform (or get out!)

  • Team spirit (to help out each other if one person is lagging behind).

• The Performance Targets must be for each month individually.

• At 300/yr, team has to recruit 25/month. Hence target must be set at 30/month (+20% stretch).

• Pl. consider whether one month’s “surplus or shortfall” in performance should be allowed to be carried forward to the next month.

(Diagram included: line graph showing “Actual Recruited” vs. “Target” with a 300/year goal, months labeled JASONDJFMAMJ).

Obviously, if Mentorix would not allow 3P to carry-forward “surplus/shortfall” from one month to next, then, in turn, we too CANNOT / MUST NOT, allow such “accumulation” to our own team-members!

We could even fix the Incentive-Amount to be earned by entire team for a given month, as a Percentage (%) of the Incentive-amount earned by 3P.

Eg:

→ Total Incentive-amount that 3P could earn = Rs. 25 L/year

i.e. = Rs. 2 L/month

(for recruiting 25 persons/month)

i.e. Rs. 8000/person recruited

% We can, for example, fix Rs. 50,000 as TEAM GROUP INCENTIVE for the month (i.e. 25% of the incentive that 3P earned)

So,

Team Incentive ≤ 25% of 3P incentive.

But then, this must cut both ways.

eg:

In a particular month, if Mentorix …

… levies a “PENALTY” on 3P for “under-performance” (say, team managed to recruit only 15 persons in a month & for the shortfall of 10 persons – (25-15), if Mentorix penalizes 3P @ of Rs. 5000/person shortfall,

i.e. Rs. 5000 × 10 = Rs. 50,000 penalty

then, this entire penalty amount would have to be borne by the team.

So,

we can accumulate for the team,

→ The monthly “Incentive” amounts earned (+)

&

→ the monthly “Penalty” amounts earned (–)

for entire 12 month period and, if at the year-end, any (+) surplus is left, then distribute the same amongst the team-members in proportion to their “GROSS-EARNINGS” during the period.

1 July 2003 to 30 June 2004.

What should be our own “Incentive-cum-Penalty” scheme for our own team, will have to be governed by what exactly is going to be such a scheme between 3P & Mentorix, so let us work that out first.

To ensure success of our team, let us install ResuMine / ResuSearch at Mentorix premises, WITHOUT asking for any additional money.

Only our team will use these tools & uninstall when project gets over. This should be stated in the agreement that these tools are our Intellectual Property and that these will be installed at their premises by our technical team & strictly for executing this assignment & will be uninstalled & no one from Mentorix will be granted “access” to the same, etc.

Of course, once we launch ResumitGun as a Webservice (in Sept.), and if Mentorix wishes to subscribe, they are most welcome.

In such a case, all resumes processed “offline” by our team (using ResuMine on local hard disk) will be uploaded on Webserver for direct use by Mentorix.

This way, all the “Structured Resume Database” created by our team OFFLINE would become available to Mentorix ONLINE for future use. They can even do this at the end of 12 months.

Scale of Operation

Task	Description	Per Year	Per Month
A	To recruit →	300	25
B	To put up to Mentorix Mgr. Team for interview	1200	100
C	To conduct prelim. “face-to-face” interview by our tech team	4800	400
D	To get/shortlist “suitable” resumes (for telephonic screening)	19200	1600
E	To get total response by advertising (mail/media)	40,000	3500

This scenario would require “organising” our team in such a manner that there is:

• Clear “division” of effort (specialization).
  (Each team-member allotted to carry out a particular task, again & again, day in & day out).

• Load-balancing (as on a Conveyor-belt), depending upon the “unit time” taken.

For performing each “Task” (task element), we may have

→ One person for a certain “task”

→ Two persons for another “task”

My suggestion re: division of effort

Shrikant

• To be responsible for drafting & releasing of job-adverts for all positions to all job sites & print media.

• So he will “subscribe” to all job sites / negotiate rates in the newspapers & Advt. Agencies, prepare copy/approve artwork/approve media cost/select media/release advts./follow-up till appear.

Task E

• Join Mentorix Team in final interviews of 1200 candidates (Task B) i.e. 6 per day (assuming 200 working days) (i.e. morning half = everyday)

• Guide/Supervise Team Members

Task D

Interview telephonic (preceded by Resumearch Screening) of 19200 candidates/year

= 96 candidates/day (200 working days)

say 100

@ 10 minutes/candidate = 100 x 10 = 1000 minutes

= 2 team members (8 ½ hours = 510 working minutes/member/day)

Task C (face-to-face interview)

4800/year

= 4800 ÷ 200 = 24/day

At the rate of each team-member interviewing 12/day, this will require 2 team-members